Diary of a fast-tracked project

The VIP team set a very ambitious goal: to complete the design, procurement and transportation to the site of all the major parts of the project before the shipping season ended in 2000. They would gain a year if they accomplished this, but the feasibility, engineering, procurement and construction would have to be done concurrently.

The project management was handled by an innovative alliance of the three key players–the engineering firm AMEC Simons Mining & Metals (formerly AGRA Simons); the construction contractor NANA/VECO; and Cominco Alaska. “We wrote a typical work contract for providing construction, labour, support and design,” says Greg Erickson, VIP project manager. “On top of that we wrote an Alliance Agreement. That’s where we built the team and established a target cost.” There is a lot of incentive to be efficient: if the team comes in below the targeted cost, half the savings will go to Cominco and the other half will be divided by the other team members.

Design work began in January 2000 and continued until August, and was carried out in two locations. The process design work was assigned to AMEC in Vancouver, B.C., while the structural design for the modules was done by NANA/VECO in Anchorage, Alaska. NANA/VECO began module construction in Anchorage in May 2000. The two modules were worked on by 200 workers around the clock until September 15 when the modules sailed from Anchorage. While the modules were being constructed, the civil work was being done at Red Dog. Over the following 12 months, the equipment will be installed, tested and commissioned.

“The teamwork required to carry on two major design centres and two major construction sites was nothing short of fantastic,” says Erickson. “Without the effort put forward by team members, this project would not have come together as it did.”

Cominco process engineer Dawn Pumnea is in charge of the commissioning, which will be complete in October 2001. “We have done the best we could,” said Pumnea in mid-September 2000. “With this schedule there will be things that will require creative solutions and adjustments.” All tie-ins will be done during the normal scheduled shutdowns. “We will be turning the plant upside down, but will have to do it without production interruptions.”

Operating manager Tim Smith gives a lower key summation: “This is a $105-million capital expansion with two new generators and lots of increase in flotation. With a 35% return on investment, it’s a no-brainer.” He adds: “We may have to expand the mill again for the new deposit [Arjarraaq].” Look out, project team!